Robotic process automation may sound like it’s from the distant future, but for many organizations, it’s already arrived. What does it really offer, and how should you be thinking about it? Learn how robotics process automation plays a role in global business services, shared services, and outsourcing: http://www2.deloitte.com/us/en/pages/operations/articles/connectors-robotic-process-automation.html.

1. Connectors
Robotic process
automation
A quick-reference guide to how it
plays out in global business services,
shared services, and outsourcing
Service Delivery Transformation

2. Connectors
Real-time insights on hot topics in service delivery
Robotic process automation
may sound like it’s from the
distant future, but for many
organizations, it’s already
arrived. What does it really
offer, and how should you be
thinking about it?
For answers, start here.
Consider how labor-intensive repetitive
tasks can be in any business, from the
finance department to HR. Initiating a
service request, filling out an invoice,
keying in a transaction, responding
to email queries, opening new jobs,
reporting, you name it.
Today, thanks to big gains in
performance and price, it’s possible to
rely heavily or completely on technology
to replicate routine, predictable tasks
—largely under the banner of “Robotic
Process Automation,” or RPA.
For white-collar workers, the implications
of this shift may be as profound as those
that industrial automation brought to
manufacturing. Today, robotic process
automation is barely present in most
organizations. But it’s quickly becoming
a likelihood that many forward-thinking
service delivery leaders are planning for.
Here are some of the most important
considerations as your organization takes
its first steps toward robotic process
automation.
2 Connectors Robotic process automation

3. 3 Connectors Robotic process automation
Automate the right stuff
There is a frenzy of interest in automation
of all sorts these days. And there’s no
shortage of confusion on which new
capabilities can be used to take on
which tasks. Mention RPA to someone,
and they’re likely to ascribe to it the full
range of advanced automation. In reality,
RPA is often best used on “long tail”
processes—repetitive, predictable but yet
important. That can make it relatively easy
to establish RPA capabilities, even on a
small scale (as few as 5–10 robots), and
have an impact on service delivery. Look
for tasks that require manual intervention,
are performed frequently, are rules-based,
and eat up a significant amount of time.
Support human activities
Some knowledge workers performing
more sophisticated tasks may still
spend a significant portion of their time
gathering, organizing and performing
routing analysis on data before applying
their insight and knowledge. Apply a
robot to the mechanical aspects of their
work and their productivity can likely
increase dramatically. We have already
seen this happening in investment
advisory services, where some firms
have mentioned seeing an improvement
in productivity for their client-facing
advisors, allowing them to reach
more clients.
Start where it hurts
At this very moment, there are likely
people all over your organization
working on mundane, repetitive tasks
that could be handled by a machine.
Where is that level of effort taking
place at the greatest scale, but for
some reason never justified full blown
replacement with an integrated custom
or third-party app? Answer that
question, and you may have identified
your starting point for RPA. Just as
important, look for opportunities to start
applying RPA where the potential risks
are low.
Understand what RPA can and cannot do—
and apply it accordingly
1

4. 4 Connectors Robotic process automation
All the makings of greatness
In more mature industries such as
automotive, banking, life sciences and
healthcare, companies have many of
the attributes that should be in place
for RPA to be effective. Many have
multiple legacy platforms that were
never integrated from past acquisitions.
They tend to have broad geographic
diversity. Processes that were typically
designed when the technology was
fundamentally more limited than it is
today. Manual connections to third-party
partners, suppliers and customers are
common. You get the picture. When
legacy companies make these pent-up
connections in the context of RPA, they
often stand to achieve outsized benefits.
Younger companies got
a head start
Meanwhile, many younger companies
that had the benefit of being built
on a foundation of more advanced
technology tend to have far fewer
people performing tasks prone to
automation in the first place. Their
processes, functions, and systems were
generally designed in a manner that
paved the way for built-in automation
and smoother interoperability, which
is why in some cases they have been
able to reach millions of online users so
quickly. For these companies, there is
likely less value left to exploit.
When legacy companies
are able to make pent-up
connections in the context
of RPA, they often stand to
achieve outsized benefits.
Seize the benefits2

5. 5 Connectors Robotic process automation
Good ideas get adopted
no matter what
Think back to any number of significant
developments in enterprise computing,
from the current digital and mobile
revolution back to the emergence of
the PC. Once those capabilities gained
momentum, companies literally could
not and would not want to slow the rate
of their adoption.
Create the infrastructure—
or live with it
These companies were often left
trying to make sense of the new
infrastructure created in the wake of
these developments, especially in terms
of security, costs and maintenance. Many
recognized the tidal wave heading their
way and put protocols in place before
things got too out of hand. We can likely
expect the same when it comes to RPA.
We are in the early adopter phase now—
where the business world has not yet
fully embraced RPA, or even understood
it. But that time is coming soon. This is a
key moment for guiding where and how
RPA is adopted in your organization.
Robotic process automation may sound
like science fiction, but those who are
close to the technology know that it
is already becoming a practical reality.
Early adopters in many sectors are
likely to gain a meaningful competitive
advantage, not only in terms of cost
and efficiency, but also as part of
any strategy to create a more nimble,
responsive business.
Read the full report
Lead or be led3

6. To transform your business, transform your service delivery model
Contacts
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or
other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action
that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte
shall not be responsible for any loss sustained by any person who relies on this publication.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related
entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients.
Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the
legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Copyright © 2016 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited
Service Delivery
Transformation
RPA can be an important part of any service delivery transformation. If you’re looking to learn more or to plan
your RPA journey, we should talk.
Authors
Subodh Chitre
Senior Manager
Deloitte Consulting LLP
suchitre@deloitte.com
Peter Lowes
Principal
Deloitte Consulting LLP
plowes@deloitte.com
Jean White
Principal, Service Delivery
Transformation Leader
Deloitte Consulting LLP
jwhite@deloitte.com
John R. Tweardy
Principal
Deloitte Consulting LLP
jtweardy@deloitte.com
Dan Kinsella
Partner
Deloitte Advisory
dkinsella@deloitte.com
Raffi Markarian
Principal
Deloitte Tax LLP
rmarkarian@deloitte.com
Jason Barkham
Vice President
Business Transformation Solutions
Warner Bros. Entertainment Inc.
Frank Cannata
Senior Vice President
Operations and Planning Solutions
Warner Bros. Entertainment Inc.
Learn more about Deloitte’s Service Delivery Transformation practice